Organizational Analysis Exercise Introduction This Project I

Organizational Analysis Exerciseintroductionthis Project Is A Way To U

This project is a way to understand two attributes of an organization. In groups of 3-6 students, you are to visit an organization of your choice. It can be a restaurant, bar, night-club, grocery store, clothing store, a campus department, pizza place, coffee house, or anything else. You are to interview at least three (3) employees, using questions pertaining to the organization’s mission and its culture. These questions are below in each attribute.

This exercise is to hone your critical thinking skills. Basic Organizational Attributes 1. Organizational Mission. Every organization has a purpose (a mission) or it would not exist. What is the mission and objectives of your organization? Does it have a mission statement? If so, what is it? If not, why? Does your organization have a short-term (1 yr), intermediate-term (1-3 yrs), and a long-term (3-5 yrs) strategic plan? How does your organization measure results for each strategic time period? Does your organization have a performance management system? (Note: performance management and performance appraisal are different. Performance management examines goal achievement at every organizational level [employee, group, & organization], while performance appraisal concentrates solely on employee performance.)

2. Culture. Like individuals, organizations also have personalities that differentiate one from another. Culture includes internal and external perceptions of an organization (its reputation). Internally, how do employees view the way they are treated by management? Are they treated fairly and ethically? Externally, how does the public view the organization? Is it a place where people want to work? From the public’s eye, is management socially responsible and ethical? Why or why not? What type of leadership does the organization have? How are decisions made? Are employees empowered?

Deliverable: A report according to the criteria below: The report must include a cover page, introduction, sections (a) and (b) below, and a conclusion. It must be 5 to 6 double spaced pages, 12 pt, Times New Roman font, with a 1-inch border. Put the names of group members on the title page and the organization you chose.

Paper For Above instruction

The goal of this organizational analysis exercise is to evaluate and synthesize understanding of two fundamental attributes of an organization: its mission and its culture. By selecting a real-world organization, interviewing employees, and analyzing their insights, students gain practical experience in organizational analysis, critical thinking, and applying theoretical concepts to real organizational settings.

Organizational Mission

The mission of an organization defines its core purpose and guides strategic decision-making. It reflects the fundamental reasons the organization exists and its primary objectives. Analyzing the mission involves examining whether the organization has a formal mission statement, which provides clarity and a sense of purpose to internal and external stakeholders. If a mission statement exists, students should evaluate its clarity, relevance, and how well it aligns with organizational activities.

The presence of strategic plans across different time horizons—short-term (1 year), intermediate (1-3 years), and long-term (3-5 years)—offers insights into how the organization plans for future growth and stability. Effective organizations set measurable goals for each period, allowing them to assess progress and adapt strategies accordingly. Performance management systems are crucial in this context, as they facilitate goal achievement across organizational levels. Unlike performance appraisals, which focus solely on individual employee performance, performance management encompasses goal alignment, monitoring, and continuous improvement at all levels.

The integration of these systems demonstrates an organization’s commitment to strategic execution and accountability. Theories such as the balanced scorecard (Kaplan & Norton, 1992), which links objectives across financial, customer, internal process, and learning perspectives, can be used to evaluate how well the organization measures and manages its performance.

Organizational Culture

Organizational culture embodies the shared values, beliefs, and attitudes that shape behavior within the organization. Internally, understanding employee perceptions about management practices—such as fairness, ethical treatment, and empowerment—reveals the organization's cultural health. Ethical treatment and fairness are vital indicators of a positive internal climate, fostering engagement and loyalty.

Externally, the organization's reputation encompasses public perceptions, social responsibility, and ethical conduct. A socially responsible organization actively engages in community initiatives, environmentally sustainable practices, and transparent communication. Public perception can be gauged through online reviews, media coverage, and community feedback, providing insights into the organization’s external image.

The leadership style significantly influences organizational culture. Leaders who adopt participative or transformational leadership foster innovation, motivation, and autonomy among employees (Bass & Avolio, 1994). Decision-making processes—whether centralized or decentralized—also shape the organizational climate and employee empowerment levels.

By analyzing these cultural dimensions, students can assess the congruence between stated values and actual practices, which is critical for organizational integrity and success.

Overall Lessons Learned

This exercise emphasizes the importance of understanding the internal and external factors that influence organizational effectiveness. Interviewing employees offers on-the-ground perspectives that often differ from official statements, highlighting gaps or strengths in organizational practices. The analysis reinforces that a clear mission aligned with strategic plans provides direction, while a strong organizational culture supports sustainable success.

Based on insights gained, organizations could enhance effectiveness through improved communication, greater employee empowerment, and strengthening ethical standards. For example, fostering open channels for feedback and aligning incentives with strategic goals can promote accountability and motivation. Promoting ethical leadership and social responsibility enhances external reputation and employee pride—critical factors in competitive markets.

The theoretical frameworks such as organizational culture theories (Schein, 2010), strategic management models (Porter, 1985), and performance measurement tools (Kaplan & Norton, 1992) are essential guides for diagnosing organizational strengths and weaknesses. Applying these concepts enables organizations to develop targeted interventions for continuous improvement.

Ultimately, this exercise demonstrates that comprehensive organizational analysis supports strategic development, enhances internal cohesion, and improves external perception—key drivers of organizational success in a dynamic environment.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71-79.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.
• Hatch, M. J. (1993). The dynamics of organizational culture. Academy of Management Review, 18(4), 657-693.
• Robinson, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
• Schneider, B., & Barbera, K. M. (2014). The social psychology of organizations. Sage Publications.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.